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In repeated games, it is hard to distinguish true prosocial behavior from strategic instrumental behavior. In particular, a player does not know whether a reciprocal action is intrinsically or instrumentally motivated. In this paper, we experimentally investigate the relationship between intrinsic and instrumental reciprocity by running a two-period repeated trust game. In the "strategic treatment" the subjects know that they will meet twice, while in the "non-strategic treatmen" they do not know and hence the second period comes as a surprise. We find that subjects anticipate instrumental reciprocity, and that intrinsic reciprocity is rewarded. In fact, the total level of cooperation, in which trust is reciprocated, is higher in the non-strategic treatment. This indicates that instrumental reciprocity crowds out intrinsic reciprocity: If one takes the repeated game incentives out of the repeated game, one sees more cooperation.

The combined collapse of Iceland's three largest banks in 2008 is the third largest bankruptcy in history and the largest banking system collapse suffered by any country in modern economic history, relative to GDP. How could tiny Iceland build a banking system in less than a decade that proportionally exceeded Switzerland's? Why did the bankers decide to grow the system so fast? How did businesses tunnel money out of the banking system? And why didn't anybody stop them? "Bringing Down the Banking System" answers these questions. Gudrun Johnsen, Senior Researcher with Iceland's Special Investigation Commission, tells the riveting story of the rise and fall of the Icelandic banking system, describes the commission's findings on the damaging effects of holding company cross-ownership, and explains what we can learn from it all.

In this essay, I argue for the value of studying boredom as a social and organizational phenomenon. Recently, an interest in the more active side of boredom has led to the publication of a number of popular psychology books on boredom's motivational capacities. A key point in this literature is the focus on the individual ability to distinguish between activity and productivity, and to exploit boredom for self-development purposes. I argue that this trend in boredom studies should prompt us to look closer, not only at the moral history of boredom, and at how social reality has organized around it, but also on what boredom, and the countermeasures it represents, "produce" as a central experiential component of alienated labor.

A common criticism of strategic planning is that it is of little use when the environment is turbulent and the future is unpredictable. The last decade has witnessed great environmental turbulence and uncertainty in many conditions that are important for public policy and administration. This study analyses survey data from 144 public sector organisations in Norway in 2020 on how strategic planning has been designed and used over the past 4 years and how managers perceived the usefulness of the strategic planning. Most of the central as well as local government organizations prepared strategic plans in addition to mandatory plans and the managers perceived the net benefit of the strategic planning as positive, even under the turbulent environments of the recent years. A multivariate regression analysis showed that a prospector adaptation, stakeholder participation, use of management tools and ease of use of the strategic planning process had the greatest positive correlation with the perceived usefulness of strategic planning.

A common criticism of strategic planning is that it is of little use when the environment is turbulent and the future is unpredictable. The last decade has witnessed great environmental turbulence and uncertainty in many conditions that are important for public policy and administration. This study analyses survey data from 144 public sector organisations in Norway in 2020 on how strategic planning has been designed and used over the past four years and how managers perceived the usefulness of the strategic planning. Most of the central as well as local government organizations prepared strategic plans in addition to mandatory plans and the managers perceived the net benefit of the strategic planning as positive, even under the turbulent environments of the recent years. A multivariate regression analysis showed that a prospector adaptation, stakeholder participation, use of management tools, and ease of use of the strategic planning process had the greatest positive correlation with the perceived usefulness of strategic planning. ; publishedVersion